Issue - meetings

To receive the report of the Cabinet Member for Leisure and Culture

            RESOLVED

            That the Play Strategy 2017–2027 be approved and adopted, as submitted.

            REASON

            Some of the council’s play infrastructure is aging and in need of replacement.  Additionally, the Horsham District Planning Framework plans for the delivery of 16,000 new homes between 2011 and 2031 and, although pressure on public finance is unlikely to abate during this period, the framework brings opportunities to secure and deliver new play infrastructure.  Given these factors, it is important that the Council has a clear vision of its play priorities and how these can be delivered.

The Cabinet Member for Leisure and Culture reported that, as the Council’s Play Strategy was in need of updating, a draft Play Strategy for the period 2017-2027 that reviewed successes over the last ten years and set the context for play provision in the district over the next ten years had been prepared.  The proposed strategy identified a vision and aims for play and detailed actions and projects prioritised for delivery during the term of the strategy.

The Leisure and Culture Policy Development Advisory Group supported the proposal.

            RESOLVED

            That the Play Strategy 2017–2027 be approved and adopted, as submitted.

            REASON

            Some of the council’s play infrastructure is aging and in need of replacement.  Additionally, the Horsham District Planning Framework plans for the delivery of 16,000 new homes between 2011 and 2031 and, although pressure on public finance is unlikely to abate during this period, the framework brings opportunities to secure and deliver new play infrastructure.  Given these factors, it is important that the Council has a clear vision of its play priorities and how these can be delivered.

The Parks and Countryside Manager explained the strategic context for the developing Play Strategy, outlining both successes and challenges.

The successes included:

·         The generation, and contribution of 32,000 volunteer hours to the service

·         Dinosaur Island at Southwater Country Park

·         Horsham Park tennis court refurbishment, including forthcoming floodlighting

The challenges included:

·         Car parking capacity for town centre, and Southwater Country Park peak-season attractions

The opportunities included:

·         Delivery of management plan for Horsham Park

·         Redevelopment of Horsham Park skate park, using developer contributions, in the next 2 or 3 years

·         HLF funding for Warnham nature reserve

·         Landscaping Horsham Park pond in partnership with West Sussex CC and Southern Water

·         Consideration of a winter attraction in Horsham Park

·         Southwater country park café

·         Encouraging and enabling access to services for disabled visitors

·         Exploration of income generation opportunities, particularly at Southwater country park

·         Improvement of outdoor play offer, including renewal, rationalisation and decommissioning options; and  

·         Exploring Member support for resource capacity

Members agreed that it was important to recognise the contribution of volunteers, and asked that officers consider how that best should be done. A copy of the draft strategy would be circulated to Members and comments were invited to be sent to the Parks and Countryside Manager for consideration.